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Upskilling Unlocked: Expert Picks for Training Methods and Formats

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Upskilling Unlocked: Expert Picks for Training Methods and Formats

In the workplace of today, effective on-the-job training is the backbone of a skilled, adaptable workforce.

With 74% of employees citing a lack of training as a barrier to career growth (LinkedIn’s 2024 Workplace Learning Report), organizations are under pressure to deliver impactful learning experiences.

We asked HR pioneers and business leaders a critical question:

What on-the-job training methods and delivery formats do you find most effective for your workforce, and what challenges led you to adopt these approaches?

From immersive digital platforms and peer-led coaching to hybrid microlearning models, their innovative solutions—shaped by past pitfalls like disengagement or outdated systems—offer a playbook for building resilient, high-performing teams.

Dive into their insights to discover how to transform training into a catalyst for success.

Read on!

Mike Ouwerkerk
Cyber Security Awareness Trainer & Cultural Transformation Consultant, Web Safe Staff

Face-To-Face Workshops Provide Best Outcomes

As a provider of cyber awareness training, I can say hands down that face-to-face workshops provide the best outcomes for my clients. I do also provide videos, cheat sheets, quizzes, posters etc., but when I train people who have used anything other than face-to-face, their knowledge is typically lacking.

Why would companies use face-to-face over other methods? It comes down to the return on investment. If there are big benefits to be made (i.e., staff less likely to be tricked by a cybercriminal), then companies will make an informed financial decision, and spend the extra money to ultimately save money.

Mohamed Moussa
Managing Director, Tornado Marine Fleet

On-The-Job Training With Mentorship

For us, the best training happens right on the boat, in the middle of the action. New crew members shadow experienced staff, learning by doing instead of sitting through long lectures. We also mix in short, hands-on workshops and use quick video guides for things like safety drills and customer service tips.

Before, training was too informal with new hires just picking things up as they went, which led to inconsistency in training. Some crew learned fast, while others missed key details, and that affected our team’s morale. So, we created a structured but flexible system where mentorship, real-time coaching, and digital tools keep everyone on the same page.

Now, training feels natural and works seamlessly with daily operations. Crew members get instant feedback, and everyone knows what’s expected, no matter which boat they’re on. The result? A confident, well-prepared and happy team that delivers top-notch service every time.

Antony Chan
Founder & Head of Learning, Teachng

Demonstration, Theory, Then Practice Approach

Having trained hundreds of team members throughout my career, I find the most effective on-the-job training follows a “demonstration-first, theory, then practice approach”.

I start by showing them what they’ll be doing, then breaking down the “why” behind each action, and finally letting them try it themselves.

This three-step process of “demonstration-first, theory, then practice approach” ensures that they’re not just imitating without understanding, but are actually grasping the reasoning behind their work.

I developed this approach after noticing that many people hesitate to ask questions during training, even when they don’t fully understand. Often, when they start doing the task, they make a lot of mistakes which can be time-consuming and expensive to fix.

By frontloading demonstration, then theory, and following up with hands-on practice, I can quickly identify gaps in their understanding and guide them before mistakes happen in real-world situations.

While the “demonstration-first, theory, then practice approach” does require time and deep expertise, it is worth it in the long run. It builds confidence, reduces errors, and ensures each team member isn’t just following instructions, but is thinking critically and mastering their role.

Jon Morgan
CEO, Business and Finance Expert, Venture Smarter

Immersive Project-Based Learning

One unique method we’ve implemented at Venture Smarter to enhance employee training in our software company is the use of immersive, project-based learning.

Rather than relying solely on traditional classroom instruction or online courses, we immerse our employees in real-world projects from the start. New hires and even current employees looking to upskill are paired with more experienced team members and assigned to live projects.

This hands-on approach not only accelerates learning but also fosters collaboration and practical problem-solving skills.

This method can be replicated in other sectors by identifying key projects within the organization that can serve as learning experiences.

For instance, in the healthcare sector, new nurses could be paired with seasoned professionals and involved in patient care scenarios. In marketing, junior staff could be assigned to active campaigns, working under the guidance of senior marketers.

The essence is to create an environment where learning is directly tied to real-world applications, ensuring that employees are not just theoretically proficient but practically competent as well.

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Interactive Online Learning With Hands-On Application

One of the most effective training methods for my team at NativePath involves a combination of interactive online learning and hands-on, in-person application.

Initially, we struggled with traditional training methods that focused heavily on theory, which led to disengagement. To address this, we incorporated real-world scenarios, case studies, and group exercises to bridge the gap between knowledge and practical application.

For instance, employees can learn the basics through online courses and then reinforce their understanding through workshops and role-playing exercises. This has significantly improved engagement, knowledge retention, and the ability to apply skills directly to their roles.

The results have been clear: we’ve seen a marked improvement in employee performance and satisfaction. If you’d like more details, feel free to reach out!

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Hands-On Mentorship-Based Approach

An effective on-the-job training method I use is a hands-on, mentorship-based approach, combined with structured lessons on horticulture fundamentals.

When a new team member joins Ozzie Mowing & Gardening, they start by shadowing an experienced team member, learning everything from proper mowing techniques to plant care, pest management, and efficient garden design.

I reinforce this practical learning with short, focused sessions covering soil health, pruning strategies, and plant nutrition, drawing on my formal horticultural education.

By pairing real-world experience with expert knowledge, my team develops both technical skills and a deep understanding of why certain methods work best. This approach ensures consistency in service quality and empowers my staff to think critically in the field.

This system was developed after noticing early on that traditional training such as simply explaining techniques or handing out instructional materials was not enough. Without hands-on application, newer team members struggled to fully grasp the nuances of plant care and garden maintenance.

My 15 years of experience in gardening, combined with my formal qualifications in horticulture, allowed me to refine this process by integrating science-backed principles with practical demonstrations.

As a result, my team now learns faster, retains knowledge better, and performs with a level of expertise that has contributed to the high customer satisfaction that earned us a customer service award.

Ben Lamarche
General Manager, Lock Search Group

Blended Learning With Ongoing Support

As the General Manager of Lock Search Group, I’ve found that the most effective on-the-job training methods are those that blend hands-on experience with ongoing support and collaboration. We’ve adopted a mix of mentorship, e-learning modules, and live, interactive sessions to ensure that our team has access to both structured learning and real-world application.

In the past, we relied heavily on traditional classroom-style training, which had its limitations. While informative, it often felt disconnected from the day-to-day realities of recruitment. There was a gap between theory and practice, and sometimes it was difficult for team members to see how the training applied to their specific tasks or client needs.

To address this, we shifted to a more dynamic approach. We now pair new recruits with experienced mentors who can offer guidance in real time. These mentors help with everything from understanding client expectations to refining candidate assessments, ensuring new hires feel supported as they apply their training in a practical context.

We also introduced e-learning modules that cover core recruiting skills, such as sourcing techniques, candidate engagement, and client relationship management. These modules are flexible, allowing our team to learn at their own pace, which is crucial given the demanding nature of the job. After completing these online modules, we bring everyone together for live sessions where we can discuss challenges and share insights in a collaborative environment.

This mixed format addresses the shortcomings of our previous training approach, such as a lack of direct application and limited interaction between team members.

By combining self-paced learning with mentorship and collaborative sessions, we’ve created a more engaging and effective training program that allows our team to grow while staying connected to the practical realities of recruiting.

Amit Doshi
Founder & CEO, MyTurn

Peer-To-Peer Code Review Program

One unique strategy that has significantly improved employee training at MyTurn is implementing a “peer-to-peer code review program.” Developers are paired with peers to review each other’s code in a structured format, enhancing both their technical skills and collaborative capabilities.

This approach not only elevates coding standards but also fosters a supportive learning environment where employees learn from real-world examples and feedback. To replicate this in other sectors, companies can adapt the core principle of peer-to-peer reviews to their specific field.

For instance, in marketing, employees can review each other’s campaign strategies, while in customer service, team members can evaluate call-handling techniques. This method promotes continuous improvement and strengthens team cohesion across any industry.

Sudheer Devaraju
Staff Solutions Architect, Walmart

Blended Learning With AI-Driven Paths

The most effective on-the-job training methods combine blended learning, hands-on project work, and AI-driven personalized training paths. Our workforce benefits most from role-based microlearning, real-time coaching, and interactive simulations, which provide immediate, applicable knowledge while minimizing disruption to daily tasks.

We shifted from traditional, one-size-fits-all training due to low engagement, knowledge retention issues, and limited adaptability to evolving skill needs. Instead, we implemented a hybrid approach that includes:

AI-Powered Adaptive Learning – Uses AI-driven platforms (like Workday Learning, Coursera for Business) to personalize training based on skill gaps and job roles.

Hands-On, Project-Based Training – Employees apply new skills in real-world projects, reinforcing learning through practical experience.

Virtual Simulations & Scenario-Based Learning – Using interactive VR/AR modules and role-based simulations, employees engage in realistic problem-solving.

Peer Learning & Mentorship Programs – Encourages cross-team knowledge sharing, improving retention and collaboration.

Just-in-Time Learning Modules – Short, task-specific videos and guides embedded within workflows provide instant knowledge access without disrupting productivity.

This approach accelerated skill development, increased engagement by 40%, and reduced training costs while ensuring a continuous learning culture in an evolving workplace.

Gauri Manglik
CEO & Co-Founder, Instrumentl

Tailored Training Methods For Individuals

I’ve seen many unique methods to improve employee training in software companies, and I can tell you that the most effective ones are those that are tailored to the individual.

For example, if you’re training someone who has difficulty learning from written material, then maybe it’s better to try visual aids or videos instead. If you’re trying to teach someone something that will be useful for them almost immediately after they’ve learned it, make sure they have an opportunity to apply what they’ve learned right away so that they can see how it works in real life.

And remember: the best way to teach your employees is through practice! So while it’s important not to overwhelm them with too much information at once, it’s also important not to let them leave training without feeling like they’ve had enough practice time with whatever skills they need.

Alexandru Samoila
Head of Operations, Connect Vending

Blended Approach With Peer-To-Peer Learning

We have been tinkering with our learning and training models for a while now and continue to innovate them based on employee feedback and engagement responses. Currently, a blended approach with a focus on peer-to-peer learning using bite-sized knowledge transfers has been working well for us, particularly for new employees and trainees.

We’ve realized that beyond the first few days when the mandatory learning and training sessions are done, it’s hard for people to make time for continuous learning every day. Furthermore, a rigid learning journey with little room for flexibility and personalization led to lower engagement and knowledge retention.

As of now, we have a buddy system that encourages mentoring and exchange of knowledge through formal and informal channels, along with leveraging a learning platform to provide nudges, prompts, quick assessments and customized learning content directly to employees.

This blended format has allowed team members to collaborate and learn at their own pace, while also relaxing the formality of training modules by making them more accessible.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Crafting a Winning Onboarding Experience: Top Strategies for New Hire Success

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Crafting a Winning Onboarding Experience: Top Strategies for New Hire Success

Building Connections for Belonging

A stellar onboarding experience can make or break a new employee’s journey, setting the tone for engagement, productivity, and long-term loyalty. With 69% of employees more likely to stay with a company for three years after a great onboarding experience, organizations are rethinking how to welcome new hires effectively.
We tapped into the expertise of HR and business leaders to answer a pivotal question: What are the three most critical actions for a best-in-class onboarding program? From personalized roadmaps and immersive cultural introductions to mentorship and ongoing support, their proven strategies—shaped by real-world challenges like disengagement and high turnover—offered a blueprint for transforming onboarding into a launchpad for success.
Dive into this fresh information gained from their insights to learn how to create a welcoming, purpose-driven experience that empowers new hires from day one.
Read on!
The first days at a new job can be exhilarating yet daunting, and a well-executed onboarding program is the key to turning new hires into engaged, productive team members. With research from SHRM indicating that effective onboarding boosts retention by 69% and Gallup’s 2024 report showing a 20% engagement increase when employees feel connected, the stakes are high.

Immersing in Culture and Purpose

Leaders stressed the need to anchor new hires in the company’s mission and values from day one. One CEO described a “mission-first” kickoff where new employees learn how their role aligns with the organization’s vision through direct interactions with leadership. “It’s not just about tasks—it’s about purpose,” they said, noting that past onboarding failures stemmed from vague expectations. Another leader shared a cohort-based program where new hires engage in team challenges and hear leadership stories, fostering a sense of membership. This approach counters previous shortcomings where new hires felt disconnected from the company’s ethos, with 74% of employees citing unclear values as a turnover driver (LinkedIn, 2024).

Personalized Support and Ongoing Engagement

Customization and continuous support emerged as critical pillars. One director of people operations outlined a 30-day success blueprint, setting clear, achievable goals to build confidence and address past issues of overwhelming onboarding manuals. “We tailor training to the role, showing how their work drives our mission,” they explained. Regular check-ins over the first six months, as another leader advocated, ensure HR stays attuned to hiccups, with 93% of employees valuing frequent feedback (Gallup, 2024). A practical touch, like sending welcome packages with company swag and meal vouchers for team lunches, was cited as a low-cost way to signal care, fixing earlier complaints about impersonal orientations.

Overcoming Past Challenges

Leaders reflected on past onboarding pitfalls that shaped their strategies. Many noted that generic “orientation” sessions—focused on paperwork and compliance—left new hires disengaged, with 60% reporting feeling unprepared for their roles (BambooHR, 2023). By shifting to onboarding as a cultural and developmental process, they’ve addressed issues like high first-year turnover (22% industry average, per SHRM). Others tackled remote work isolation by integrating virtual connection tools and mentorship, ensuring hybrid employees feel included. “We learned that a friendly, structured plan over months, not days, makes the difference,” one HR president shared, emphasizing preplanned schedules to maintain momentum.

The Impact of Effective Onboarding

The benefits of these strategies are clear. Organizations with robust onboarding see a 50% increase in new hire productivity and a 62% reduction in turnover intent (Brandon Hall Group, 2024). By prioritizing connections, cultural immersion, and personalized support, companies create environments where employees feel valued and empowered. As one CEO put it, “Onboarding isn’t just acclimating—it’s inspiring.” These actions not only smooth transitions but also lay the foundation for a workforce that’s engaged, aligned, and ready to thrive.

Looking Ahead

As workplaces evolve, onboarding remains a critical investment in talent retention and performance. The insights from HR and business leaders highlight that success lies in intentional, human-centered approaches that go beyond checklists. By fostering connections, embedding purpose, and providing tailored support, organizations can turn new hires into long-term assets. As the online community debates #WorkplaceTrends, these strategies offer a playbook for building onboarding programs that resonate in today’s dynamic job market. For HR teams and leaders, the message is clear: a great first impression is the spark that ignites lasting success.

Written by Grok with primary information gathered by the HR Spotlight team and additionally sourced from SHRM 2023, Gallup 2024, LinkedIn 2024, BambooHR 2023, Brandon Hall Group 2024, posts on X.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Creating a Mindful Workplace: Perspectives from HR and Business Leaders

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Creating a Mindful Workplace: Perspectives from HR and Business Leaders

How are HR and business leaders navigating the increasingly important conversation around employee well-being? 

Are concepts like mindfulness, well-being programs, and even spirituality finding a place in the modern workplace? 

And if so, what are the tangible results? In this post, we explore these questions through the lens of experienced leaders. 

We’ve asked them to share their personal opinions on incorporating these elements into the work environment, to detail any initiatives their organizations have implemented, and to assess the impact on both employee well-being and key organizational outcomes. 

Their insights provide a practical guide for organizations seeking to create a more supportive and fulfilling workplace.

Read on!

Christopher Falvey
Co-founder, Unique NOLA Tours

Christopher Falvey

I’m all for anything that can help people focus. Putting an effort into mindfullness, for example, applies to one’s personal well-being as well as their efforts for the company. This is nothing but a win-win.

When it comes to spirituality, I always want people to leave religion out of the workplace. So you’ll want to make sure you do stray towards religious talk.

But any co-worker should appreciate any efforts one does to make themselves a better person in general.

Kristine Gentry
CEO, Culture Grove LLC

Kristine Gentry

I worked with a client who suddenly announced to his team that they would have to start arriving 30 minutes early every day to do a guided meditation.

He told them their first day back in January after the holidays and said that beginning the next day, they would need to arrive earlier to meditate.

This was not well received by the employees.

Some felt like it violated their religious beliefs and stated that they already prayed every morning on their own time. They did not want to be forced to meditate.

Others were upset for more practical reasons – suddenly arriving 30 minutes earlier meant difficulties for their personal schedules and dealing with babies and children in the morning.

Others noted that this arrival time meant they must drive during the height of commute time in their city and had to leave up to one hour earlier to arrive on time.

The goal of the morning meditation was to bring the team together and start the day off on a positive note; however, the impact was added hardship and led to increased disengagement from the team.

Zita Chriszto
Clinical Psychologist, Dubai Psychology

Zita Chriszto

Mindfulness, well-being, and spirituality play significant roles in workplace effectiveness.

In a preliminary study, it was found that mindfulness training had promising results in productivity. People who are able to take care of their mental and physical well-being tend to be less susceptible to burnouts.

On the other hand, spirituality may have to be approached more sensitively.

The most important thing to consider is that it is imperative that the different religions of employees are respected in the workplace and no discrimination takes place.

When employees can authentically express themselves and feel safe doing so, they tend to be more productive and fulfilled.

Jessica Munday
Co-Founder & Head of HR,  Custom Neon

Jessica Munday

At Custom Neon, we strongly advocate for mindfulness and well-being practices in our workplace. I am passionate about getting the most from our team and ensuring that our employees are happy.

We’ve integrated Maslow’s Hierarchy of Needs into our in-house training, emphasizing belonging and self-actualization as important factors for our team.

Our initiatives include diverse activities such as yoga sessions, sound baths, and community volunteering, creating opportunities for our team to relax and connect on deeper levels. 

On building our new office, we also chose a layout that would enhance camaraderie, a basketball court, break-out areas, and also individual spaces for when people want to work alone. 

Sharing my own experiences with burnout publicly within the team has helped destigmatize mental health issues, encouraging openness and support across all levels and offering confidential free counseling has been profound, increasing engagement, trust, and overall well-being, which in turn has driven better organizational outcomes.

Jenni Kovach
Chief People Officer, IGS Energy

Jenni Kovach

A people-first mentality is at the core of what we do at IGS and listening to our employees and enhancing benefits accordingly is key to our 95% employee satisfaction rate.

In recent years, we heard a need for greater access to mental health and well-being support.

In response, we made our largest investment in people development with Positive Foundry’s BetterYet program, which focuses on skills like emotional intelligence, mindfulness and resilience to help our team thrive.

Since implementation in 2020, we’ve seen an 86% increase in the (self-reported) personal well-being of employees and had employees tell us that it’s changed their life, saved their marriages, repaired relations with children and more.

We’ve also introduced Lyra, which provides employees, dependents and partners with 12 free mental health visits each year, free access to Headspace and encouragement to participate in Mindworx, an IGS Community for discussing mental health, sharing resources and combating stigma.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman

I believe mindfullness and well-being practices are critical in the workplace, and not just at the individual level.

So much of our success at work is related to how we feel about our colleagues and leaders, and the levels of mutual trust, respect, and collaboration we experience.

These relationships need to be nurtured.

Play is an extremely effective tool that allows colleagues to practice mindfulness in how they relate to one another. It provides an opportunity to reflect on how individual strengths and perspectives emerge during games, and helps develop profound understanding of each other’s motivations and communication styles.

These shared insights build trust and ensures that teams bring out the best in each other and are better prepared to work through challenges.

When employees have better relationships, they are more engaged in the work, more accountable to one another, and more invested in shared goals and objectives.

Karen Kossow
Self-Care and Resilience Coach for Autism Parents, OutOfYourOrdinary

Karen Kossow

I’ve seen firsthand the difference mindfulness programs can have on employees. Especially those navigating challenges in their personal lives which make it difficult to focus on their work. 

When employees voluntarily participate in mindfulness or well-being initiatives, they feel like their organization cares for them. This positively impacts not only their desire to do good work, but their ability to do it.

Human beings are not machines. We can’t divorce ourselves from personal problems and struggles as soon as we log on to work. 

Mindfulness and meditation are simple, effective, science-proven methods. They help employees focus, reset their nervous systems, reduce stress, and feel better.

Well-being initiatives create happier, healthier, more resilient employees, and better outcomes for organizations.

Leslie de Graaf
Owner, Everthrive Counseling

Leslie de Graaf

As a therapist and business owner, I’ve learned that prioritizing well-being practices isn’t just important—it’s essential.

In my practice, we emphasize mindful scheduling to ensure we take care of ourselves while serving our clients.

This means setting realistic daily caseloads, building in time for bio breaks, eating lunch and snacks, and completing notes without feeling rushed.

These practices help prevent burnout and foster a more focused, present mindset during sessions.

Encouraging small, intentional habits like stretching between appointments, taking deep breaths, or stepping outside for a quick reset creates a sustainable work rhythm.

The impact? Better outcomes for clients and a healthier work-life balance for therapists.

When we care for ourselves, we model the balance we encourage in others, creating a ripple effect that benefits everyone involved.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Mindfulness and well-being are integral to our agency culture.

One initiative we implemented was a “Mindful Mondays” series, offering stress-management workshops and yoga classes.

This created a space for employees to recharge mentally and physically.

The ripple effect has been remarkable: fewer burnout cases, stronger engagement, and improved project outcomes.

Mindfulness isn’t just a trend—it’s a strategy for sustainable success.

Aaron Wertheimer
Marketing Copywriter, Marketing Reel

Aaron Wertheimer

My workplace is very supportive of mindfulness, well-being, and spirituality.

Our CEO practices meditation and runs daily, and he even gave us the option to invest in an exercise-based subscription where we could receive funds to enroll in a gym membership to support our physical and emotional well-being.

The outcome of both a weekly debrief meeting at the end of each week, the gym membership, and giving us the days off for religious holidays we’d like to observe has resulted in happier employees who have stayed with the company for more than two years, a more productive organization, and a more efficient system for work.

Employee morale is also high, and our team enjoys engaging in friendly banter back and forth between meetings and work projects.

I credit the above-mentioned outcomes to our management’s forward-thinking processes about mindfulness, spirituality, and well-being.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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On-the-Job Training Strategies: What Works and Why

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On-the-Job Training Strategies: What Works and Why

How are leading organizations maximizing the impact of their on-the-job training programs?

What methods and delivery formats are proving most effective in today’s dynamic work environment? 

And what lessons have been learned from past challenges or less successful approaches? 

To answer these critical questions, we turned to the experts. 

In this HR Spotlight post, we’ve compiled insights from seasoned HR and business leaders, asking them to share their experiences with on-the-job training. 

They reveal the methods and formats they’ve found to be most effective for their workforce and, crucially, discuss the previous shortcomings or challenges that informed their current strategies. 

Their responses offer a valuable perspective on the evolution of OJT and provide practical guidance for organizations seeking to optimize their training programs.

Read on!

Hugh Dixon
Marketing Manager, PSS International Removals

Hugh Dixon – PSS International Removals

When it comes to training our team, hands-on experience is paramount.

Our staff, who are often expats themselves, undergo thorough practical training, as we believe nothing compares to real-life scenarios.

We pair this with interactive online learning modules that cover key concepts related to international shipping, customs regulations, and client communication.

This format helps reinforce knowledge while offering flexibility for our staff to learn at their own pace.

In the past, we faced challenges with inconsistent service quality and a lack of understanding of the nuances involved in international relocations.

The training mix we use today evolved from those early struggles, where we realized that theory alone wasn’t enough for effective learning in such a practical field.

Odelle Joubert
COO, Dentaly Go

Odelle Joubert – Dentaly Go

On-the-job training has to be as sharp and efficient as the work we do.

No fluff, no endless PowerPoints.

All we need is what actually helps people become better at their jobs.

We throw new team members into actual cases early, with structured shadowing and guided execution.

They don’t just watch, they do.

We refine in real time, cut the unnecessary steps, and focus on what actually moves the needle.

We used to overload information on people before they even had context. Theories used to drive our training and retention were terrible. Now, we teach in bite-sized, need-to-know bursts and reinforce it with immediate application.

Someone learning how to vet a clinic? They assess real cases on day one, not week three.

It’s fast, effective, and keeps us moving forward without hand-holding.

Dr. Ximena Hartsock
Founder, BuildWithin

Dr. Ximena Hartsock – BuildWithin

We use competency-based apprenticeships to upskill incumbent employees and bring in new talent.

When we see potential in a team member for a more complex role, we invite them to learn it through an 8–11 month apprenticeship, gaining hands-on experience while receiving direct, constructive feedback.

Apprenticeships offer flexibility.

In a traditional promotion, if a strong employee struggles in a managerial role, we risk losing a valuable individual contributor.

With an apprenticeship, however, the focus is on supporting the transition while ensuring a good fit. If the role isn’t the right match, they can return to their original position without stigma or career setbacks.

Similarly, we use apprenticeships to attract non-traditional talent, including non-degree workers, career changers, and seniors, while simultaneously cultivating talent early.

For example, our co-founder first joined my previous tech company as a sophomore in high school.

Apprentices are incredibly loyal, they have grit, and the humility to keep improving.

Caitlin Gardner
Professional Speaker & Facilitator, CaitlinGardner.com

Caitlin Gardner – CaitlinGardner.com

The most effective on-the-job training methods are when the leadership team carves out dedicated time and brings in an outside expert.

Some teams call these an off-site and what I love about these is they are well planned, have an agenda, offer key takeaways, have dedicated time for workshopping a challenge, and hold the team accountable with follow up two weeks after.

Many leaders botch this last part – they focus on onboarding, but fail to bring in inspirational speakers, exciting themes to reinforce a message, and can’t seem to garner true buy-in, activation and alignment.

I have 20 years as a PR and Communications expert helping support in-house HR functions at Fortune 500 companies and now facilitate these types of workshops for my clients – many are HR leaders who like to bring in outside expertise in person, champion a rally cry theme and include virtual follow ups with small teams.

This formula leads to success so off sites aren’t just a nice team bonding memory, but true strategic tools for leaders.

Lukman Arief
Geophysical & Commercial Manager, Hidrokinetik Indo Pacific

Lukman Arief – Hidrokinetik Indo Pacific

As a geophysical bid manager, training geologists and geophysicists in bid proposal development is challenging because it requires both technical and commercial skills—something not traditionally taught in university programs.

The most effective training methods include curriculum-based learning, mentorship, and hands-on practice, in that order.

Curriculum-based training introduces key concepts like bid structure and pricing strategies, keeping the content easy to understand initially, so that trainees can grasp more complex examples later on.

Mentorship is crucial in bridging the gap between theory and practice by pairing junior team members with experienced mentors for personalized guidance, feedback, and the transfer of tribal knowledge.

Finally, hands-on practice, such as contributing to live bids under strict supervision, solidifies learning.

This process needs regular weekly 1:1 check-ins to track progress and address roadblocks.

In summary, the curriculum offers the ‘why,’ mentorship provides the ‘how,’ and hands-on experience builds confidence and competence for when they eventually work independently.

Natalia Szubrycht
Marketing Specialist, Klik Lekarz

Natalia Szubrycht – Klik Lekarz

Effective on-the-job training requires a blend of hands-on experience, digital learning, and mentorship.

In my experience, microlearning modules combined with interactive workshops work best.

Short, targeted training sessions keep employees engaged without overwhelming them, while real-time application ensures knowledge retention.

One challenge we faced was the lack of engagement with traditional long-form training. Employees struggled to find time for lengthy courses, and knowledge retention suffered.

To address this, we implemented a mix of video-based learning, peer coaching, and AI-powered personalized learning paths.

This approach allows employees to learn at their own pace while still benefiting from collaborative and practical experience.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs – Zanda Wealth

On-the-job training is best for my team when it’s experiential and hands-on, and includes a combination of real-time feedback and peer-to-peer learning.

We use shadowing and mentorship, where new employees can learn from experienced staff members firsthand. It assists them in getting familiar with work and tasks at their own pace while being mentored.

Before, we were struggling with non-interactive remote learning processes. Our employees struggled to remember information from long online modules.

That’s when we knew that we had to integrate digital learning tools with hands-on application at work.

The blended model has worked better by validating core concepts through hands-on application. It’s given a more interactive and efficient learning experience for all.

Dr. Alex Roig
Founder, Dr. Weight Loss

Dr. Alex Roig – Dr. Weight Loss

Opting for a more interactive approach, I’d recommend health professionals in our workforce focus on hands-on coaching and peer mentorship.

These methods are most effective because they allow us to provide practical guidance, and our team gains real-world insight during peer mentorship sessions.

By involving experienced professionals in training, we ensure that newer team members learn personalized coaching approaches, which strengthens our service at Dr. Weight Loss.

When our staff learns by doing, they can apply techniques effortlessly, considering the individual’s unique wellness journey.

By integrating methods like hands-on coaching, we create a dynamic learning environment that fosters continuous improvement and encourages personalized care in weight loss and wellness.

Josh Ladick
Owner, GSA Focus

Josh Ladick – GSA Focus

As a professional experienced in government contract navigation and integration, I witnessed the effectiveness of on-the-job training regularly by implementing varied techniques.

Comprehensive policy manuals help new hires understand roles, and they work alongside curated workshops for learning regulations and compliance, providing a thorough training framework.

We use virtual workshops and task-based programs to ensure everyone stays updated and gains hands-on experience, cementing their knowledge through practical exercises.

When employees can see real outcomes through case studies, they understand why each step matters. This leads to better application of knowledge in real-world scenarios.

My experience spans nearly two decades in helping B2B SaaS companies and others succeed in government programs.

By focusing on the ever-evolving demands of the industry, I’ve ensured our training methods remain relevant and influential, thereby supporting workforce readiness and performance optimization.

Joshua Odmark
Founder, Local Data Exchange

Joshua Odmark – Local Data Exchange

Opting for a more tailored approach, I’d recommend tech leaders like myself consider a blend of mentoring and hands-on projects for effective workforce training.

Our company integrates hands-on project-based learning with mentorship programs to ensure our team acquires practical skills and expert guidance, allowing them to engage with real-world scenarios while having a support system for transferring knowledge.

Practical experience, combined with expert insight, enables our team to develop solutions and adapt quickly to new challenges. This is because every task they tackle fuels competence and innovation, boosting their performance directly as they continue learning.

With over a decade of expertise in SaaS, focusing on creating seamless user experiences and transformative software, I understand the impact of effective training firsthand.

Tailoring our methods to fit both individual and team needs ensures we stay agile and competitive in our industry.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Kasey D’Amato
CEO, KaseyDamato.com

Kasey D’Amato – KaseyDamato.com

– Get a coach or mentor who can help you identify the root cause of the burnout and help you find your purpose. 

– Start a new hobby or learn a new skill- stimulate your brain in new and exciting ways that remind your brain that it is possible to feel interested in something again. 

– Join a new community or networking group – get around people who are like-minded and passionate about something. 

– Contributing to the greater good by helping others increases the feel-good hormones in our body and allows us to see life from a different perspective. 

– Gratitude journal-take daily notice of the positive things in life, a sunny day, a beautiful flower, a convo with a good friend. Be intentional about gratitude on a daily basis.

I do all 5 of these things.

I always have a coach of some kind in my life.

I make it a major point to learn something new or experience a new culture on a regular basis and set very intentional “resets” into my weekly, monthly, and quarterly routines.

I try to be in at least 2 networking groups at any given time. Meeting new people is important, provides new perspectives, and forces me to get out of my comfort zone.

I sit on the President’s Council for the University of Miami and donate time (and money) to their Launchpad program to help support up-and-coming founders and entrepreneurs and also donate to various nonprofits throughout the year including Big Brothers Big Sisters of Miami and others.

Ever since I hit rock bottom with burn out my husband and I make it a daily ritual to share what we are grateful for at the end of each day, even on the hardest, crappiest days, we force ourselves to find something in that day to be grateful for and this has dramatically improved our ability to reset back into a positive mindset the next day.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman – Barometer XP

One major factor of burnout across industries is the erosion of trust at work, especially between employees and managers.

One unintended consequence of the rapid expansion of remote and asynchronous work has been fewer opportunities to form, build, and maintain relationships with leadership and colleagues, which leads to decreased engagement, accountability, and trust among employees at all levels.

The solution is to invest in creating opportunities where conversations – that are not about work – can happen between management and employees so they can get to know each other as people and rebuild that trust.

One strategy my company, Barometer XP, uses is playing games together. Games offer a structured shared experience to help colleagues get to know each other better and provide a low-stakes environment to practice problem-solving and communication. The reflective insights from the games strengthen relationships and collaboration.

Nicole Martins Ferreira
Product Marketing Manager, Huntr

Nicole Martins Ferreira – Huntr

In the AI industry, everyone has become obsessed with efficiency. Because of this, everyone is pushed to produce more results than ever before.

It’s a race where the people who know how to use AI well will be the most successful, which makes competition fierce.

Huntr has flexible working hours, is remote, and personal days can be taken as needed.

Our CEO has created a positive culture of praise and recognition, allowing people to feel appreciated for their accomplishments along the way.

This is the only job I’ve ever had where I haven’t experienced burnout.

I think the biggest contributing factor is that our CEO shares our wins every week. It makes us feel like we’re working together instead of competing.

Jonathan Faccone
Founder, Halo Homebuyers

Jonathan Faccone – Halo Homebuyers

In the real estate industry, the most prevalent contributing factor to employee burnout is the high-pressure environment combined with the often unpredictable nature of the market.

Real estate professionals frequently manage multiple clients and deals simultaneously, leading to long hours and constant availability, which can significantly impact work-life balance.

To address this, our organization has implemented a flexible work policy that allows employees to set their own schedules and work remotely when needed.

This initiative aims to provide our team with the autonomy to manage their time effectively, reducing stress and preventing burnout.

We also emphasize the importance of mental health by providing regular wellness workshops and access to professional counseling services.

Michael Moran
Owner, Green Lion Search Group

Michael Moran – Green Lion Search Group

Now more than ever, it’s essential to recognize the broader societal and cultural factors contributing to employee burnout.

Seeing workers holistically—as individuals with full lives beyond the workplace—is key to addressing and preventing burnout and malaise.

As business owners and leaders, it can be easy to focus solely on what happens within the office, but that perspective is too narrow.

If anything, the COVID-19 pandemic underscored just how deeply work is intertwined with mental and physical well-being.

Political and social climates also play a role; regardless of personal viewpoints, there’s no denying that polarization and uncertainty can seep into the workplace, leading to disengagement and demotivation.

Personally, I believe in open dialogue about issues beyond work.

Avoiding difficult topics rarely benefits anyone. While the workplace may not be the best setting for heated debates on charged issues, pretending that external stressors don’t exist is just as ineffective.

When working with employees experiencing burnout, I make a point not to ignore external factors.

Understanding how they feel about the broader world helps in developing meaningful coping mechanisms—both professionally and personally.

Active listening and ensuring they know they can come to me, or HR, with any concerns is key to creating a supportive environment.

I firmly believe that treating employees as whole individuals is fundamental to fostering both satisfaction and productivity.

Gareth Hoyle
Managing Direction, Marketing Signals

Gareth Hoyle – Marketing Signals

Stress and burnout in the PR and marketing industry is high.

PRs often work long hours, manage multiple relationships – including clients with high expectations, and face a lot of rejection and criticism.

Poor mental health is not just an issue in PR, although there are certain norms that are specific to the industry which don’t help, such as the ‘always on’ mentality and the pressure to deliver high quality results and hit key targets.

A recent study by PR software tool, Prowly, found that 92% of PRs reported that work-related stress has had a negative impact on their mental health and two-thirds (57%) experience stress-related symptoms daily or very often.

With computers and other devices within instant reach, employees often feel the need to be available 24/7.

But never switching off from work is guaranteed to increase stress levels and, ultimately, lead to burnout.

If you need to contact one of your employees outside of their core working hours, make it clear that they only need to reply at a time that’s suitable for them.

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response to combat this and encourage my employees to take regular breaks throughout the day to protect their mental health.

Promote a better work/life balance by encouraging your staff to take regular breaks throughout the day to eat, stretch, rest and exercise. This is a great way to manage and reduce stress throughout the working day.

Benjamin K. Walker
CEO & Founder, Ditto Transcripts

Benjamin K. Walker – Ditto Transcripts

In the transcription services industry burnout is almost always caused by the subject matter we work with. 

Many of our clients are law enforcement agencies and the crimes people commit against other human beings can be hard to handle after years and years of listening and transcribing them. 

We don’t force any of our transcriptionists to work on certain files or clients, they are often afforded breaks from the more gruesome work for a few weeks or months until they are ready to come back. 

Once they ask us for a break we give it to them, and let them work on more common everyday types of files like court hearings involving civil lawsuits or something like that.

Kelly Roach
Motivational Speaker, Kelly Roach International

Kelly Roach – Kelly Roach International

Every day, I watch entrepreneurs burn out and go broke while chasing their dreams, and the devastation it causes is beyond words.

Why does this keep happening?

Because of a lack of focus, constantly shifting priorities, and chasing too many strategies, tactics, and tools that promise the world but ultimately drain time, energy, and resources.

Simplicity is genius. I will continue to share this message because I know it’s the key to long-term success.

You can accomplish more than you ever imagined if you master the art of saying no.

For me, business growth has always been about keeping things simple.

My first company crossed the 8-figure mark with one core offer and one core launch. We only began expanding into new companies, products, and services in pursuit of 9 figures because, at a certain level, there is a law of diminishing returns.

To scale beyond that, we had to build multiple product lines and delivery models—while maintaining the highest quality.

But none of that came before we mastered simplicity and focus.

If you’re feeling overwhelmed, take a step back.

Success isn’t about doing more—it’s about doing less, better.

Anand Mehta
Executive Director, AMFM Healthcare

Anand Mehta – AMFM Healthcare

Caregiver burnout is when you devote the majority of your time, energy and resources to taking care of others that you neglect, forget or aren’t able to take care of yourself.

Sometimes our team is so physically, mentally, and emotionally tired they forget to take care of themselves.

What initiative or strategy does your organization implement to address this issue?

Since my team won’t always admit when they’re struggling, we’ve taken proactive steps to prevent burnout.

We’ve set clear boundaries, like limited after-hours communications(we can’t fully go no-communication as we are in the healthcare industry), and make a point to celebrate wins, big or small.

We also regularly review our performance and adjust workflows to keep things manageable.

These small but intentional changes have made a big difference in helping the team feel supported and valued, even when they’re not saying it outright.

Sabra Sciolaro
Chief People Officer, Firstup

Sabra Sciolaro – Firstup

More than half (60%) of stressed out workers consider their job the primary source of their stress, citing it:

– contributes to feelings of burnout (55%)

– diminishes their motivation (48%)negatively affects their work performance (37%)

BUT 33% claim their employers don’t offer any wellness benefits (gym memberships, mental health resources, etc.)

Another 25% say they either don’t know where to find information about wellness benefits and 22% find the options unsatisfactory 

their employers are using email (48%) to communicate, which doesn’t help our deskless workforce 

55% said they’d be more likely to use their employer’s benefits if they knew what the options were or where to find information.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Building a Better Workplace: A Peek Into Employee Initiatives

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Building a Better Workplace: A Peek Into Employee Initiatives

What are companies actually doing these days to invest in their employees? 

What’s top of mind for HR and business leaders when they’re designing new programs for their teams? 

We wanted to find out, so we went straight to the source! 

In this post, we’ve got a bunch of HR and business leaders sharing the scoop on their latest big employee initiative. 

They’re not just telling us what they did, but also why they did it – the goals they were aiming for and the thinking behind it all. 

It’s a great peek into how companies are making sure their employee programs actually line up with their overall business strategy and create a better, more productive workplace.

Read on!

Amy Butler
VP of People Operations, Awardco

Amy Butler – Awardco

Awardco has developed and continues to develop our people strategy from engagement survey results. We noticed from the data that our employees were hungry for opportunities to develop their skills and progress their careers.

In answer to this my team began working on a skill and competency matrix for every employee in our organization, which was a huge lift to go from nothing to something so robust.

We wanted to provide a clear roadmap for the skills and expectations needed to succeed not only their current level but also the level above them.

We wanted to help them see the path to get promoted and progress their career.

These matrices also removed any real or perceived bias in the promotion or merit increase cycle that may have existed before.

Awardco has a goal to retain top performers and help all employees understand what it takes to become a top performer. I believe the work we have done over the last year gives us a very clear path to that goal.

Phase two of this implementation was partnering with a powerful platform that employees and managers can engage with to provide access to content to enable learning.

In our case we chose LinkedIn learning. This allows managers and HR to send curated content specially focused on employee or business needs, and it allows employees to take ownership and learn independently.

In addition to all of this, we are about to roll out badges and recognition programs to further drive and encourage the behavior of learning, which will tie in well with our goals.

Overall, we have worked so hard this last year and have seen great strides in all employee initiatives over the last 12 months, and I couldn’t be more grateful for my team.

Barby K. Siegel
CEO, Zeno Group

Barby K. Siegel – Zeno Group

As Gen Z struggles to be heard and battles stereotypes, Zeno launched Project GAP (Generational Advisory Perspectives), a 12-person global advisory board of Gen Z and Millennials, to bridge the gap between today’s leaders and future ones.

Zeno’s engagement survey revealed these generations wanted deeper connections with leaders and to share their voice about agency and industry decisions.

These generations account for 60% of Zeno’s workforce – but underrepresented in leadership!

GAP members meet quarterly with Zeno Global CEO Barby K. Siegel and agency leaders on business challenges, opportunities, and industry happenings.

We empower them to bring their best to the work they do. And as an agency advising on Employee Engagement, we practice what we preach!

Olivia Cowan
Chief of Staff, NextLink Labs

Olivia Cowan – NextLink Labs

We have recently launched a few exciting initiatives at our organization:

– Company Career Ladder – Providing clear paths for employee advancement.

– Org-wide Commission Plan – Ensuring every team member understands how their work contributes to company success.

– Employee Content Guide – Encouraging employees to build their personal brands as thought leaders in their fields.

Kevin Mercier
Founder, Kevmrc-Travel

Kevin Mercier – Kevmrc Travel

The key objectives behind this initiative were to reward our team’s contributions, boost retention, and create a culture of ownership.

Travel is a highly dynamic industry, and I wanted to ensure that our employees feel directly connected to the company’s growth.

This initiative allows them to share in our profits, giving them financial benefits beyond their salaries.

The motivation? Simple, our employees are the backbone of our success.

By aligning their interests with the company’s, we create a win-win scenario where everyone thrives together.

It’s about fairness, appreciation, and long-term sustainability for both the company and its people.

Tawny Lott Rodriguez
Director of Human Resources, Rowland Hall

Tawny Lott Rodriguez – Rowland Hall

At Rowland Hall, Utah’s top independent school, we’re embracing the shift toward workplace flexibility.

While many organizations are pushing return-to-office policies, we see a huge opportunity to stand out by offering remote and flexible work arrangements—something almost unheard of in independent schools.

We know top talent wants flexibility, and as a nonprofit, we can’t always compete on salary. But we can compete on culture and work-life balance.

That’s why we’re launching our first-ever Remote Work & Flexible Work Arrangement Policy.

A committee is shaping this initiative to balance collaboration, autonomy, and student success, ensuring it benefits both employees and our mission.

With workplace trends moving this way, we see this as a game-changer for recruitment and retention.

Michael Samuel
Founder, OnlineResumeWritingServices

Michael Samuel – Online Resume Writing Services

At Online Resume Writing Services, our most recent significant employee initiative was the rollout of a dedicated professional development program.  

Recognizing the rapid evolution of the resume writing landscape and the need for our team to stay ahead of industry trends, this program offers workshops, online courses, and mentorship opportunities focused on advanced resume strategies, LinkedIn profile optimization, and applicant tracking system (ATS) navigation.  

The key objective is to empower our writers with the latest knowledge and tools, ensuring they can deliver the highest quality, most effective resumes for our clients.  

This initiative was driven by our commitment to continuous improvement and our belief that investing in our employees directly translates to better client outcomes or results.

Jess Roussos
Co-founder & Co-CEO, Blulever Education

Jess Roussos – BluLever Education

As BluLever Education scaled from 20 to 40+ team members, we noticed an unintended consequence—our increasingly specialized work had led to silos, impacting both collaboration and our sense of community.

To counter this, we launched Tuesday Team Tuck-ins (TTT)—a weekly, company-wide lunch gathering designed to strengthen relationships, share personal stories, and foster cross-team collaboration.

Every Tuesday, a team member presents their TTT story—a visual journey through their background, values, travels, and defining moments. It’s informal, image-driven, and deeply personal, sparking rich conversations and new connections.

The impact? Within two months, collaboration skyrocketed, and cross-team projects became more organic and efficient.

More importantly, TTT has become a ritual—an unmissable moment of togetherness that reminds us why we do what we do.

At BluLever, we believe strong teams build strong businesses, and TTT has been a game-changer in making that a reality.

Nathan Hoernig
CEO & Founder, Humble Bunny

Nathan Hoernig – Humble Bunny

We launched the salary drip.

It is a short term bonus type system but gets tacked onto salary and adjusted each month.

Besides salary and normal bonuses, it’s a third variation of making money for employees.

With the modern day young employee motivated by short term wins, more individualistic in mindset, and quick to change jobs, we introduced the drip to improve motivation.

Things like reviews, tenure, client extensions, working “over target”, etc. all affect this drip. It’s rewarded and adjusted month over month and shows steady upward growth for the first two years of employment due to the way it’s structured.

It also more heavily rewards team wins (over individual) to potentially reward a team spirit.

Finally, it shows increasing salary on the payslip which we hope will give a feeling of growth during critical early stages.

Katie Meyer
CEO, MoonLab Productions

Katie Meyer – MoonLab Productions

We’re thrilled to share something new at MoonLab Productions—Mission Councils for each of our core pillars: Giving Back, Sustainability, Women Empowerment, Mental Health & Wellness, and Diversity & Inclusion.

Our team has shown a real passion for these causes, and we wanted to create a way for everyone to get more involved in what matters most to them.

These councils will give employees a space to collaborate, share ideas, and take action on the issues they care about.

Rolling out next month, this is just the beginning of empowering our team to make a real impact—both within MoonLab and beyond.

We can’t wait to see what we’ll accomplish together!

Marc Bishop
Director, WytLabs

Marc Bishop – WytLabs

Recently, we initiated a “Health and Wellness Program” tailored for our digital workforce.

The program focuses on mental and physical health, featuring virtual fitness sessions and mental health days.

We included resources for mindfulness and stress management, accessible to our team at any time.

This initiative reflects our commitment to the holistic well-being of our employees.

The primary objective was to address the mental and physical strains associated with high-stress environments. Increasing work pressures and continuous screen time prompted us to act.

By promoting health and well-being, we aim to boost employee productivity and job satisfaction.

The initiative also seeks to decrease absenteeism and healthcare costs, benefiting both employees and the company.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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